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Hacker group releases Bank of America employee's correspondence

By Joe Rauch | Reuters – Mon, 14 Mar, 2011 6:30 AM EDT
CHARLOTTE, North Carolina (Reuters) - Anonymous, a hacker group sympathetic to WikiLeaks, released on Monday emails that it obtained from someone who said he is a former Bank of America Corp employee.

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In the emails dating from November 2010, people that appear to be employees of a Balboa Insurance, a Bank of America insurance unit, discuss removing documents from loan files for a group of insured properties.

Neither the emails nor correspondence released by Anonymous indicate the reason behind the electronic record keeping discussion.

A representative of Anonymous told Reuters on Sunday the documents relate to the issue of whether Bank of America has improperly foreclosed on homes. The representative added that he had not seen the documents, but he has been briefed on their contents.

Consumer groups have accused major U.S. lenders of foreclosing on many homes without having proper documentation in place.

A BofA spokesman said on Sunday the documents were clerical and administrative documents stolen by a former Balboa Insurance employee, and were not related to foreclosures.

"We are confident that his extravagant assertions are untrue," the spokesman said.

The group's email release also includes correspondence between Anonymous and the former employee, in which the former employee described the bank as a "cult" and said the company is now intent on destroying his career.

"I'm well known throughout Bank of America," the former employee said in one email. "They saw to that when they showed everyone my picture and labeled me as a terrorist."

The documents are available at http://bankofamericasuck.com/, a website that was working intermittently early on Monday morning.

(Reporting by Joe Rauch; Additional reporting by Mark Hosenball in Washington, D.C.; Editing by Jon Loades-Carter)

Canadian university fined $2 million for raising tuition

McGill fined $2 million by Quebec government for hiking MBA tuition 900 per cent
MONTREAL - Montreal's McGill University will be fined more than $2 million for having drastically raised the tuition fees for its MBA program without the permission of the Quebec government.

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The provincial government announced Monday that the top-ranked university will see its public subsidy cut by roughly $2.1 million this year.

In a province with the lowest tuition rates in Canada and a decade-long freeze on fee hikes, McGill has been pushing back.

Last September, McGill began charging $29,500 in annual tuition for its two-year MBA program — nearly nine times higher than provincial limit that caps tuition at around $3,400 per year.

McGill has said in the past that it needs the extra cash to make its program competitive with others in Canada and the United States.

The Quebec government says McGill's move broke provincial rules and lowered accessibility to the program.

"This downward adjustment will be applied until the situation returns to normal," Education Minister Line Beauchamp said in a statement.

"I still have a hard time, however, accepting that reducing this subsidy will have an effect on the quality of services offered to students."

University officials declined to comment, saying they would respond on Tuesday.

McGill plans to increase the business administration master's rate by another $3,000 next year. In order to charge the higher rates, McGill has given up the public funding it receives for the MBA program.

The move follows a similar one by Queen's University, which privatized its MBA program in the 1990s, allowing it to set tuition rates higher than provincial limits.

Several other MBA programs, including those at the universities of Toronto and Western Ontario, have since followed suit.

Management case study : FreshDirect Focuses on Customer Service

The online grocer is defying the odds and expanding during the economic downturn
Keywords: FreshDirect, Richard Braddock

During the dot-com boom in the late 1990s, several online grocery companies like Priceline's (PCLN) grocery division and Foster City (Calif.)-based Webvan burst on the scene. They expanded aggressively into various cities. But when the bubble burst, capital dried up, and these companies went bankrupt.

During the current downturn, FreshDirect, the online grocer, based in Long Island City, N.Y., is defying the odds. CEO Richard Braddock (formerly the CEO of Priceline) says that while previous Web grocers used capital to expand, he is focusing on the customer experience. "We are going to make mistakes," he says, "but we will make you feel special, and our job is to offset the inevitable mistakes with some great solutions and great service."

The Information Edge

The edge for FreshDirect, says Braddock, is its extensive database where it can gather more information about shopping patterns and behavior than a traditional bricks-and-mortar grocery store can. Finding ways to provide better customer service to the most loyal customers is particularly important during a downturn, he argues. "The core issue now is that consumers are paralyzed with the fear of the unknown, and that is holding back their spending," he says. So retailers like FreshDirect need to get creative about finding ways to increase sales.

Using its database, FreshDirect launched a new feature this spring that analyzes a customer s previous shopping trips and prompts them at the checkout stage when they have forgotten something they typically buy, a technique online retailers like Amazon (AMZN) have used for some time. Braddock is pleased with the results so far. Almost 20% of FreshDirect customers are prompted by the reminder feature on a weekly basis, and they have increased their order size on average by 10%. Almost all customers have now used the feature at least once, says Braddock.

FreshDirect has also launched several products that appeal to the new frugality among consumers. Since more Americans are eating at home to save money, FreshDirect last fall rolled out 50 heat-and-eat meals (dubbed "4-Minute Meals"), that cost $7 to $15 apiece and are designed by chefs like Terrance Brennan and restaurants like Tabla and Rosa Mexicana. Braddock says these could not be duplicated by a competitor, because they use a unique microwaveable format—discovered in France—that keeps ingredients fresh. Traditional grocery stores would face the challenge of spoilage if they carried 50 ready-to-eat meal options like FreshDirect does, says Braddock.

Office Vending

FreshDirect has also used the recession to expand its corporate business. Since many companies have cut their travel and expense budgets and decreased their meal allowances for employees, FreshDirect has started rolling out vending machines in office buildings in Manhattan. These machines sell the 4-Minute Meals and are being marketed to companies in industries like advertising and media where employees tend to work late.

FreshDirect continues to plan new rollouts for the rest of 2009 as part of its strategy to keep improving customer service. In 2008, CEO Braddock realized that one of the biggest obstacles to ordering groceries online is that consumers can't inspect and touch perishable food. So in December, FreshDirect introduced a rating system whereby a team of inspectors rated produce daily for color, taste, firmness, and ripeness. Starting in July, FreshDirect will offer the same five-star rating service for seafood.

McConnon is a staff editor for BusinessWeek in New York.

Analysis: FreshDirect Capitalizes on the Downturn
FreshDirect has launched several smart initiatives, but challenges remain both for this Web grocer and its competitors

FreshDirect has succeeded where other online grocers, such as Webvan, failed because the company's executives had considerably more grocery experience when they founded the company, and they knew how to make a Web site appealing to consumers, says Russ Winer, chairman of the marketing department at New York University's Stern School of Business.

Another factor in the success of FreshDirect's operations: The cost of delivering to an apartment in New York City is the same whether FreshDirect is delivering one box or 10 boxes—and very often it is 10 boxes, which is, of course, much more profitable. The company has also done a great job amassing a database, says Winer, of customer orders that help FreshDirect develop a better understanding of what individual people want and the quantities they buy.

FreshDirect's 4-Minute Meal was a "terrific differentiator" that capitalizes on the fact more people are eating at home, according to Winer. He believes the prices are fair and the food is great, and he likes the idea of using celebrity chefs. Winer also thinks the feature on the Web site that reminds customers of things they bought recently is a great vehicle for stimulating additional purchases.

Different Delivery System

Winer is more skeptical about FreshDirect's plan to put vending machines in corporate locations. "I'm a little bit more suspicious of whether that will be successful," he says. "Vending machines require a different business model—they break down, and they can be damaged. I really question why they decided to get into that, and time will tell whether that is successful."

As FreshDirect continues to navigate the recession, it faces various challenges, Winer says. In a recession, people are concerned that a Web-based company will have higher prices than others. So FreshDirect has to work harder, he says, on maintaining the image that it is not more expensive, so it can win repeat purchases. "It's one thing to get people to buy once in a while—it's another to get them to buy more often."

FreshDirect also faces challenges shared by Web grocers broadly. "How do you change habits and the nature of the way people shop?" says Winer. "Given that only 3% of all purchases are made online, there is still a long way to go."

McConnon is a staff editor for BusinessWeek in New York.

Management case study: Coping with Catastrophe

CEO John Sheptor discusses how Imperial Sugar rebounded from tragedy after a plant explosion
Source: Bloomberg Business Week
These are challenging times for all chief executives, but it's fair to say that John Sheptor has had a tougher time than most over the past two years. On Feb. 7, 2008, just eight days into his new role as CEO of Imperial Sugar, the largest publicly held U.S. sugar producer, Sheptor was touring a plant in Port Wentworth, a sleepy town outside Savannah, Ga., when the unthinkable happened. A series of explosions caused by combustible dust ripped through the plant, killing 14 and injuring dozens more. It was the second most deadly industrial explosion in the U.S. over the past decade.

Sheptor was thrown to the ground by the shock, and upon leaving the plant got his first view of the extent of the damage. "It was a horror to see," he recalls. Thankfully, Sheptor's emergency response training, honed during his years spent as a manufacturing and operations manager in the chemical industry, immediately kicked in. Sheptor knew that his first priority was to set up a command center and determine which employees were missing or injured. After that, he established a briefing area to communicate with the media. Finally, he set up separate posts to speak with government officials, community leaders, and families. "I spent the better part of a week shuttling between those locations," says Sheptor, adding that more than 400 people from outside the company were on the scene within 24 hours.

Compounding the challenge was that Sheptor had to juggle his normal duties as a CEO at the same time, in an industry riven by profound change. For example, in January of 2008 the North American Free Trade Agreement eliminated all tariffs on Mexican sugar, creating a new competitor for Sheptor overnight. The U.S. is an attractive market for Mexican sugar producers because the price is higher than that found in the world market. Sheptor assigned each business problem to a member of his senior management team, which allowed him to focus on the aftermath of the explosion.

(Subsequent investigations by both the U.S. Occupational Safety Health Administration and the U.S. Chemical Safety Board have blamed poor equipment design and lax safety standards for the disaster.)

On Nov. 6, Sheptor was on hand as Imperial Sugar celebrated the grand opening of its new Port Wentworth facility, which includes technology that the company claims will provide "a competitive edge and an exemplary model for safety."

Boyle is deputy Corporations editor for BusinessWeek.

The Analysis: Lessons Learned

Imperial Sugar CEO John Sheptor discusses what he's learned from a tragic plant explosion

Imperial Sugar CEO John Sheptor has learned quite a bit from the tragic explosion at one of his company's plants that killed 14 people in February 2008.

There are several lessons he can share with any manager coping with a catastrophe. One thing to remember, he says, is that crises need not be entirely negative—they can also provide a valuable opportunity to transform your company. "You can seize the moment to change who you are," he says.

Also, Sheptor learned the value of crafting different messages for different stakeholders of the company. For example, Sheptor chose to use one public relations firm to handle the crisis, one for general business topics, and one solely for online media. That strategy made it easier "to understand what we were telling them," he says, and also gave each constituency its own unique point of access to the company.

Finally, Sheptor advises managers to consider a different leadership model during times of crisis. Sheptor found success by separating his business strategy into key elements and assigning each element to a different member of his senior management team. "You then trust that they will do the best thing for the company," he says. As Imperial Sugar faces more challenges in the future in this uncertain economy, such a model should serve Sheptor, and his company, particularly well.

U.S. millionaires say $7 million not enough to be rich

By Helen Kearney | Reuters – Mon, 14 Mar, 2011 11:07 AM EDT
NEW YORK (Reuters) - A million dollars ain't what it used to be.

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More than four out of ten American millionaires say they do not feel rich. Indeed many would need to have at least $7.5 million in order to feel they were truly rich, according to a Fidelity Investments survey.

Some 42 percent of the more than 1,000 millionaires surveyed by Fidelity said they did not feel wealthy. Respondents had at least $1 million in investable assets, excluding any real estate or retirement accounts.

"Every person in the survey is wealthy," said Sanjiv Mirchandani, president of National Financial, a unit of Fidelity. "But they are still worried about outliving their assets."

The average age of respondents was 56 years old with a mean of $3.5 million of investable assets. The threshold for "rich" rose with age.

"They compare themselves to their peer group ... and they are also thinking about the long period they will have in retirement and want more assets" to fund their lifestyle, said Michael Durbin, president of Fidelity Institutional Wealth Services.

Still, millionaires are slightly more optimistic now than they were in 2009, when 46 percent did not feel wealthy.

Respondents were also more optimistic about the U.S. economy. While they thought the current U.S. economy remained very weak, they think it will improve by the end of this year.

Fidelity noted the wealthiest 5 percent of Americans hold more than 55 percent of the nation's wealth.

(Reporting by Helen Kearney)

Where Are All the Great Entry-Level Jobs Hiding ?

By Jessica Stillman | March 14, 2011
Source: bnet.com
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A few signs may point to a pick up in entry-level hiring for college grads, but there’s also plenty of anecdotal evidence supporting hiring pessimists, with most of us knowing a well-educated 20-something or two who has been fruitlessly combing job listings for months or even years after graduation.

These frustrated grads have skills, and the experts say there are a few jobs out there, so what’s the problem? According to Willy Franzen, founder of start-up entry-level jobs site One Day, One Job, most of these grads are taking the wrong approach — obsessing about positions posted on job boards rather than bettering themselves as candidates and targeting the companies they actually want to work for. Recently Franzen talked to Entry-Level Rebel about why he feels his approach is the right one and what grads should do to find that elusive dream job:

How did you get started with One Day, One Job?

When I started job searching after I graduated, I just found the process very frustrating, especially for people who don’t have a clear idea of what they want to do. I graduated from Cornell in 2006 and majored in industrial and labor relations. My background is in human resources and labor economics, so I interned in HR for two summers but I realized HR just wasn’t really a good fit for me. I had been headed on a pretty defined track and once I changed my mind I didn’t know what was available for me. I didn’t know what options were out there and that became really frustrating.

Then about six months into the job search I started One Day, One Job and a little before that I really started looking at the online recruitment process, how companies recruit online and how the field is changing. I just got real interested in how people use the internet to find jobs, so I came up with this idea of one job every day. I started working on it in May 2007 and launched the site in May 2007. It’s gone from there.

How do select the companies you profile each day on One Day, One Job?

I’m always looking for interesting ideas. One of my favorite resources is the Inc. 5000, which is a list of the country’s fastest growing privately held companies. It’s just a fantastic resource. It has a really good cross-section across a lot of industries, so when they release that every year I just pour over it looking for cool companies that might have opportunities for recent grads.

I’m really focused on a company-based approach. I like looking for interesting companies that are doing interesting things. I’m not as concerned about what opportunities they have available because I know that if it’s a cool company that’s growing, they’re going to have entry-level jobs. They’re going to have internships. A lot of times if you, as the job seeker, just reach out to them you can convince them to hire you or you can get them to notify you when something comes up. It’s a much better opportunity, I find, than a job board.

I want to show job seekers that this is something you can do. When I started this as a new grad, I didn’t have any extraordinary connections or skills. You can find cool companies on your own. You can find cool jobs on your own. You just have to have the initiative.

What advice would you give grads to improve their job hunt?

So many college grads are misguided. They don’t have a full understanding of employers. So I think one of the biggest things that job seekers can learn to improve their job search is empathy. It’s being able to put yourself in an employer’s shoes. Think about the hiring manager. What do they need? What is going to get them to hire you? How are you going to make their life easier? I think so many people fail to do that. They think, “oh, I’m entitled to a job. I have these great credentials. I have a college degree. Someone should just give me a job because I’m really impressive.” And it doesn’t work that way.

What are some other common mistakes you see entry-level job seekers making?

Spending time on your job search is typically a really bad idea. I’ve seen so many job seekers who are six months or a year and a half out of college, and they haven’t had any success. And the biggest problem with that is they’ve spent that time looking for jobs. They haven’t made themselves any better over that time. They might have made their resume better. They might have made their cover letter better. But them, as a candidate, is the same exact candidate that came onto the market six months or a year ago.

So first of all, you have this signal that no one wanted to hire you as you were. Second, you’re stagnating. You’re showing people that you don’t have the initiative to invest in yourself. So I am really pushing students now to start working on a project. Find something, whether it’s volunteering, doing something on your own, starting a website. Whatever it is, create a project, do it, get real life work experience for yourself and use that to get a job as opposed to using all your time on the job search.

And another thing I’ve already mentioned is don’t worry about jobs. Focus on the companies and the jobs will work themselves out. It doesn’t always work, but if you find a company you really want to work for and you target them hard and you network, even if they don’t have a job posted for you, if you’re a good fit, things can work out and you can get a job

What words of wisdom do you have for readers who are thinking of taking your approach after graduation and starting their own business?

Finding a way to get started is really important. In September of 2007 I snuck into the Cornell career fair as an alum — I didn’t realize that I was more than welcome to come — and I pitched all the employers who had empty booths. I said, “hey, I have this great site. I’d like to have you post jobs on it. Would you be interested in working with me?” Everyone was really excited about it, and I followed up with them, emailed them, and I got no responses.

It was completely unsuccessful, so I realized I am not going to get people to use my site if I don’t have jobs, and I am not going to find jobs unless I have people on my site. I need to do something different. And that’s when I made the decision to go editorial. It got me started. Instead of spending six more months refining the site and trying to sell it, I just started. I put something up. I got it out there.

Now the site is generating revenue, it’s profitable and it’s all because I was able to get started by hacking it and figuring out a way to make it work without creating excuses and waiting for something to happen. So that’s a really big thing — get started, just do something and you can always change what you’re doing and find a way to make it work.

It’s so easy to learn stuff — a little bit of programming, marketing, search engine optimization. You really can get out and start whatever you what and go after it. The biggest roadblock I see is entrepreneurs who think they don’t have the skills, it’s too risky, or they keep finding excuses not to start. The internet can really help you overcome all that. I’ve learned almost everything that drives my business online. It’s amazing how far you can get with very little when you start.

Alternatives to the Dollar, Euro and Pound

March 11, 2011
By Martin Hutchinson, Contributing Editor, Money Morning
Source: Money Morning
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Currency investing is something of hustler's shell game right now. No matter which of the Big Three developed-market currencies you choose, you're setting yourself up to be swindled.

Here's how it works.

First, traders use the U.S. budget deficit and on the U.S. Federal Reserve's expansive monetary stimulus program to push down the U.S. dollar.

Choose Carefully - And Wisely

If you're looking to short Western currencies, one possibility is to short them against emerging-market currencies, such as the Chinese yuan, the Indian rupee, the Brazilian real and the Russian ruble.

But if you look closely, you'll discover that this isn't a terribly attractive proposition.

India and Brazil are running large government budget deficits, in spite of their amazing booms, and both currencies are highly vulnerable to a sudden monetary tightening or a downturn in the global economy.

China, meanwhile, tightly manages its currency. There is certainly potential for the yuan to rise, provided that China maintains its present policy of allowing fairly free inflows of foreign capital while barring outflows of its own savers' money.

However, Chinese domestic inflation is showing signs of taking off, and wage levels in the coastal cities are rapidly rising. That raises the risk that China's balance-of-payments surplus could suddenly go into reverse as the country becomes cost-uncompetitive. Thus, while China's yuan is certainly the best risk of the four "BRIC" countries, it's not wholly reliable.

As for Russia, don't make me laugh. The country has the highest ratio of billionaires to GDP in the world, according to the 2011 Forbes billionaires list. That is a pretty good signal that its economy is thoroughly unsound.

Having said all this, there are some smaller alternatives that make sense for currency investing.

Canada and Australia are reasonably well-run countries with large commodity exposures. So they should do well as long as the current commodity boom continues. Neither country has any special vulnerability; their only problem is that they both are rather small to absorb a large share of the world's trillion-dollar foreign exchange flows.

In the Asia-Pacific region, South Korea, Taiwan, and Singapore all have superbly-run economies that are structurally sound. Of course, they differ from Canada and Australia by being "short" on commodities and energy. In other words, the economies of South Korea, Taiwan, and Singapore would benefit if commodities and energy prices dropped - provided a global downturn did not accompany that fall.

A currency portfolio that contains those five currencies - the South Korean won, the new Taiwan dollar, the Singapore dollar, the Canadian dollar, and the Australian dollar - could thus be relied upon to maintain its value better than most.

All That Glitters

Then there's gold and silver. Increasingly, the world's traders appear to be concluding that gold is likely to become a bigger part of global trade, reassuming its role as a major form of world money. The People's Bank of China (PBOC) is buying gold; we also know that Chinese citizens are buying gold in large quantities. The Chinese people may be even keener on silver, since silver - not gold - was the traditional Chinese monetary unit.

Governments and central banks will fight hard to keep gold and silver from resuming their role as major world monies: After all, should that happen, these governments would lose all the lovely seigniorage profit they earn from printing their own money.

But these players may be almost powerless to stop it. An increasing number of banks now offer gold-based accounts, the SWIFT international payments system is now accepting transactions in gold, and JPMorgan Chase & Co. (NYSE: JPM) announced last month that it would accept gold as transaction collateral.

If governments don't do their job of preserving the value of money, the private sector may increasingly do that job for them, by moving to gold for its own transactions.

The attempt by traders to make all major currencies weak against each other at the same time - derisively dubbed as "The Race to the Bottom" - thus has an underlying meaning. By keeping interest rates at ultra-low levels for 2½ years, U.S. Federal Reserve Chairman Ben S. Bernanke and other world central bankers have awakened a demon.

There's so much paper about that it is increasingly losing its value. Whatever the heavily doctored official inflation figures say, the world economic position is increasingly like that of Britain at the end of Henry VIII's reign, when an extravagant government had spent all the money, even the immense windfall from "dissolving" the monasteries.

At the time, even the coinage became so debased that it lost its value. That period gave rise to Sir Thomas Gresham's Law, which holds that bad money, in a free system, will drive out good, as everybody will hoard the good and use the bad for transactions.

It seems likely that we are about to re-learn some very old economic truths.

Then they focus on Europe's sovereign debt troubles - Moody's Corp.'s (NYSE: MCO) junky B1 rating for Greek bonds, for example - and tank the European euro.

And occasionally, just for kicks, they turn their ire on Britain's rapidly rising inflation, which is now above 4%, and the strident opposition to the U.K. Prime Minister David Cameron's fairly modest budget cuts and knock down the British pound.

So far, the only major, developed-market currency traders haven't torpedoed is the Japanese yen - even though Japan has more government debt than Greece, in terms of its gross domestic product (GDP).

All this bearish activity illustrates the currency markets' fundamental problem: If all the major currencies are weak and deserve to be shorted, against what do you short them?